William Miller says:
After having spent the last four days on-campus (stayed at the inn) assisting my daughter in the impossible task of selecting a college that will match her course of study at SBC and fully accept her credits, several observations have come sharply into focus.
The overarching imperative that is driving this self-imposed train wreck is that a foundation handing out scholarships is much easier to run (at least in the mind of the board) than a women’s college in this new century. There are two requirements necessary to accomplish this. The college must die and it must die quickly, otherwise no funds will remain to fund the foundation. I doubt the alumnae will enthusiastically contribute to a foundation bearing the SB label after having just witnessed their alma mater die a quick, chaotic, and painful death.
SBC must die in order to convince a judge to modify the will. This is the answer to why the board has not appealed to the alumnae and faculty or asked a judge to lift the restrictions on the endowment (I am sure this will happen but only after SBC is dead). Given the language in the will, and the size of the endowment, I do not believe that a judge would support the quick death of Sweet Briar College that the board has envisioned.
Using this foundation imperative as a tool to evaluate the actions and messages of the board and administration, the following emerges.
Why the timing of the announcement in the middle of midterms, right before spring break, and after transfer deadlines? To create as much chaos and confusion as possible. If, in the middle of January, it was known that the only option was to close SBC, why not vote immediately? Why wait until the end of February? Faculty, students, alumnae, and parents if not in a panic may actually have time to question the decision and take action. Also allows time to modify by-laws ensuring the desired decision is reached.
Why continue the non-disclosure agreements of the board if the college will be dead in three short months? A key component of killing SBC is to control the message that the public, students, and faculty hear. Board members voicing their opinions confuse the message, which might delay SBC’s death (or interfere with establishing a foundation).
Why not wait until June when the consultants are due to report their findings on possible options to save SBC? They may actually find (although unlikely since boards of organizations tend to hire consultants that confirm what they already ‘know’; the echo chamber effect) an option that is feasible.
How long has this imperative been the plan, at least for some? Looking back much becomes suspect: the president resigning, lack of enrollment and development leadership, absence of meaningful appeals to alumnae and yes I have heard the excuse that analysis of alumnae and supporters indicated an insufficient amount of possible giving. Some things defy analysis especially involving humans (just ask an economist). If your college were dying, who would not try anyway?
Why the absence of transparency concerning raw financial data? Message control.
Why continue to lay new carpet and refurbish spaces (residence hall and inn)? To maintain the value of the physical plant. Greater value means more funds for the foundation.
Why finish the library? A key factor of chaos is surprise. Not finishing the library would clearly indicate that the college is sinking quickly. In addition, a finished building is worth more than an unfinished one.
Why the catalog entry reassuring prospective students and SBC stakeholders that the college is financially sound? See the library entry.
I could continue but in the cause of brevity, I leave you this. Students, alumnae, faculty, parents and other stakeholders, you are major casualties of a grand plan. Don’t believe me? Wait 3 or 4 years and examine the outcome of SBC’s suicide. Sweet Briar College is 245 (out of 650) on the Forbes college list (2014), a substantial component of which is measurement of post-graduation success (The list also provides a financial rating, SBC’s is an A). Of the 16 women’s colleges on the list, SBC is ranked 8th. Combine this with the unique value-adding aspects of a Sweet Briar education and you have ample justification for saving Sweet Briar. The question now: Is it too late?
NOTE: The above comments are found in the article linked below. (Admin)
y. http://lj.libraryjournal.com/2015/03/academic-libraries/sudden-sweet-briar-closure-leaves-library-in-limbo/#_
The overarching imperative that is driving this self-imposed train wreck is that a foundation handing out scholarships is much easier to run (at least in the mind of the board) than a women’s college in this new century. There are two requirements necessary to accomplish this. The college must die and it must die quickly, otherwise no funds will remain to fund the foundation. I doubt the alumnae will enthusiastically contribute to a foundation bearing the SB label after having just witnessed their alma mater die a quick, chaotic, and painful death.
SBC must die in order to convince a judge to modify the will. This is the answer to why the board has not appealed to the alumnae and faculty or asked a judge to lift the restrictions on the endowment (I am sure this will happen but only after SBC is dead). Given the language in the will, and the size of the endowment, I do not believe that a judge would support the quick death of Sweet Briar College that the board has envisioned.
Using this foundation imperative as a tool to evaluate the actions and messages of the board and administration, the following emerges.
Why the timing of the announcement in the middle of midterms, right before spring break, and after transfer deadlines? To create as much chaos and confusion as possible. If, in the middle of January, it was known that the only option was to close SBC, why not vote immediately? Why wait until the end of February? Faculty, students, alumnae, and parents if not in a panic may actually have time to question the decision and take action. Also allows time to modify by-laws ensuring the desired decision is reached.
Why continue the non-disclosure agreements of the board if the college will be dead in three short months? A key component of killing SBC is to control the message that the public, students, and faculty hear. Board members voicing their opinions confuse the message, which might delay SBC’s death (or interfere with establishing a foundation).
Why not wait until June when the consultants are due to report their findings on possible options to save SBC? They may actually find (although unlikely since boards of organizations tend to hire consultants that confirm what they already ‘know’; the echo chamber effect) an option that is feasible.
How long has this imperative been the plan, at least for some? Looking back much becomes suspect: the president resigning, lack of enrollment and development leadership, absence of meaningful appeals to alumnae and yes I have heard the excuse that analysis of alumnae and supporters indicated an insufficient amount of possible giving. Some things defy analysis especially involving humans (just ask an economist). If your college were dying, who would not try anyway?
Why the absence of transparency concerning raw financial data? Message control.
Why continue to lay new carpet and refurbish spaces (residence hall and inn)? To maintain the value of the physical plant. Greater value means more funds for the foundation.
Why finish the library? A key factor of chaos is surprise. Not finishing the library would clearly indicate that the college is sinking quickly. In addition, a finished building is worth more than an unfinished one.
Why the catalog entry reassuring prospective students and SBC stakeholders that the college is financially sound? See the library entry.
I could continue but in the cause of brevity, I leave you this. Students, alumnae, faculty, parents and other stakeholders, you are major casualties of a grand plan. Don’t believe me? Wait 3 or 4 years and examine the outcome of SBC’s suicide. Sweet Briar College is 245 (out of 650) on the Forbes college list (2014), a substantial component of which is measurement of post-graduation success (The list also provides a financial rating, SBC’s is an A). Of the 16 women’s colleges on the list, SBC is ranked 8th. Combine this with the unique value-adding aspects of a Sweet Briar education and you have ample justification for saving Sweet Briar. The question now: Is it too late?
NOTE: The above comments are found in the article linked below. (Admin)
y. http://lj.libraryjournal.com/2015/03/academic-libraries/sudden-sweet-briar-closure-leaves-library-in-limbo/#_
